Independent organizations that have not developed partnerships have systemic paradigms. If one part of the organization’s culture—especially the leadership—is based on a paradigm of independence, then it’s probable that other parts of the organization are driven by a similar dynamic. Organizational structures tend to replicate themselves.

Like families that are influenced by the beliefs of the parents, organizations incorporate the values of their leaders. If the leadership is afraid to establish a partnership based on trust and mutual benefits, other parts of the organization will reflect that fear. Leadership’s values determine the organization’s past or future orientation as well. Within that orientation lies a collection of attitudes and behaviors that reflect the company’s culture. Owners and managers set the company’s policies and establish independent or interdependent systems. If your company has a past orientation, it’s hard to change direction. Even with an awareness of the problems, an intellectual understanding of the need for interdependence, a determination to undertake a fearless self-assessment, and a desire to change, most companies find changing a culture a slow and arduous process.